1. Core Financial Concepts and Management Strategies
For Business Owners and Entrepreneurs
If you are creative and enterprising, and realize how important it is to really understand business Finance, but
are too busy to earn a Finance MBA or to attend technical seminars for finance professionals, this seminar series
is for you. You will learn the most important and useful finance concepts and tools, with a process that make
this anxiety-producing subject easy to relate to, understand and apply.
You will learn:
• The “nuts and bolts” of financial theory and accounting
• How careful financial planning helps you create the business you visualize
• How good planning gives you confidence and control when procuring capital from investors and lenders
• How to combine planning with intelligent tracking and analysis, to gain real insight about the health and
progress of your ventures - so you can focus with confidence on the areas that add value to your business
and your lifestyle.
This innovative learning system is visual, systems-oriented, experiential, story-based, interactive, and largely
non numbers-oriented. It was developed over thirty years, while designing financial plans for entrepreneurs,
and teaching them to understand the financial dimensions of their own ventures, and while presenting/explaining
and “selling” their business and financial plans to investors and lenders.
The complete curriculum requires a total investment of three days’ time. It can be broken down into three (3)
one-day, or six (6) half-day, sessions. You will learn what even many MBA students, and accounting and
financial professionals never do. This is one of the best investments you can make, to gain critical knowledge
for success during your entire life in business.
Three Main Topics
• THEORY – Structure and Dynamics
• PLANNING – Modeling and Analysis
• MANAGEMENT – Strategic Information Systems
Who can benefit:
• Business owners and entrepreneurs who need to create a business plan and raise capital
• Changing and growing businesses that need to raise capital to survive and thrive
• Accountants who want to learn more about strategic future-oriented financial planning
• Mid-size private companies that want all of their executives to be more attuned to, and perhaps involved
with, financial planning and management
• Planners and managers – financial and non-financial
• Investors who want to really understand venture or corporate finance
• Public sector planners, managers and policy makers who want to better understand financial concepts
KEY TOPICS
Financial Structure:
o Business enterprises as economic/financial systems consisting of entrepreneurs, investors, lenders and
business operations

2. o Ventures Forms - their various structures, operations, development processes and conclusions, and their
common universal underlying structures and relationships
o Financial Statements – how they capture financial structures, relationships and events
o The simple relationship between the Sources and Uses of Funds (aka “Cash Flow”), and Balance Sheets
o Financial leverage - the two most important financial ratios which drive business investment,
entrepreneurship and growth
o Financial leverage - the various forms/levels of leverage at work in a business enterprise
o Financial Ratios - The financial ratios which describe business structure and vitality
o Cash flow - the most important issues faced by startups and growing businesses
o Financial planning - the powerful way in which it produces more effective management, healthier
organizations, greater entrepreneurial ownership and control, and more successful relationships with
investors and lenders
Financial Planning/Modeling:
o What kind of situations call for the use of quality Strategic Financial Planning (SFP)
o Leadership, culture and resources required for effective SFP
o How SFP works when functioning at its very best.
o How Strategic, Tactical and Financial planning are intertwined
o Using SFP to improve organizational performance and culture
o Learning to see the development of any enterprise from a strategic, big-picture economic perspective.
How this is organized and presented in a quality financial plan
o What a high quality financial plan actually looks like. Modeling best practices
o The role of the financial plan in a complete strategic financial management system
o “Financial engineering” for a strong and resilient financial structure
o Using SFP to gain the respect of quality investors and lenders. Taking proactive control of negotiations
regarding enterprise structure, ownership and control.
o Exercising/supporting leadership to develop “financial intelligence” in an organization
o Practical steps for the incremental development of financial planning capabilities within an organization
o For accounting and consulting professionals - Encouraging and supporting organization leaders, planners
and managers in their efforts to develop and sustain a quality SFP
o Several comprehensive, detailed financial models of business ventures and projects will be examined.
Complete Financial Planning and Management:
o Strategic Financial Planning and Management (SFPM) practice – Evolution from 1980 to the present
o When SFPM is needed
o The SFPM process within an organization – leadership, cultural and resource requirements.
o SFPM process steps
o Benefits of SFPM systems – for entrepreneurs, organization, management, lenders, investors, and ordinary
citizens
o Accounting and reporting systems – purpose, development process, challenges, limitations
o Future-oriented Strategic Financial Planning/Engineering – purpose, development process, challenges,
benefits
o Strategic Progress Monitoring - systems design, resources, implementation, protection from corruption,
challenges

3. o Strategic progress/performance information feedback – system design, implementation, protection from
corruption, challenges
SESSION SCHEDULES
SESSION 1 – FINANCIAL STRUCTURE: PART 1
o Participant introductions – goals, projects, interests, concerns 0:30
o Seminar introduction and overview 0:15
o Financial/economic structure and process – UCFC© (Universal
Cash Flow Flowchart©)
1:00
o Example enterprises applied to UCFC© universal model 0:15
Break 0:15
o Example enterprises applied to UCFC© universal model 0:30
o Financial Statements 1:15 4:00
SESSION 2 – FINANCIAL STRUCTURE: PART 2
o Business startup and growth issues/relationship of S&U of
funds and balance sheet - Lemonade stand interactive activity
1:15
o Financial leverage – various types/levels. NOI/Assets and
Weighted Average Cost of Capital
0:30
o Other important financial ratios 0:30
Break 0:15
o Financial modeling/planning – Financing, startup and operation
of a recurring revenue business venture
1:00
o Comprehensive Strategic Financial Management Systems 0:30 4:00

4. SESSION SCHEDULES
SESSION 3 – FINANCIAL PLANNING: PART 1
o Class participation – introductions, goals, projects, interests,
concerns.
0:20
o Overview of seminar structure 0:10
o The need for high quality Strategic Financial Planning (SFP)
o Situational conditions
o Example situations
1:00
o The SFP process when working at its best 0:45
Break 0:15
o Benefits of SFP – for entrepreneurs,
organizations/management, lenders and investors
0:30
o Understanding financial structure and dynamics - from a
strategic, big-picture, “venture” perspective
1:00 4:00
SESSION 4 – FINANCIAL PLANNING: PART 2
o Example financial models: 2:00
o Recurring-revenue business: financing, pre-operational
organization, startup and operation
o One time venture: Real estate development of income
producing property
o Manufacturing businesses
Break 0:15
o Financial modeling/planning Best Practices: 1:30
o For effective strategic and tactical management
o For raising capital and building relationships
o For strength and resilience
o Quality financial plan presentations
o Q & A 0:15 4:00

5. SESSION SCHEDULES
SESSION 5 - FINANCIAL MANAGEMENT: PART 1
o Class participation – introductions, goals, projects, interests,
concerns.
0:20 -
0:30
o Overview of seminar structure 0:15
o Introduction to comprehensive Strategic Financial Planning and
Management (SFPM) – history, need, present day 0:45
o The SFPM process within an organization – leadership, cultural
and resource requirements, process steps 1:00
Break 0:15
o Benefits of SFPM systems – for entrepreneurs, organization,
management, lenders, investors, government, society
0:45
o Class sharing – SFPM experiences, successes, failures, lessons 0:30 4:00
SESSION 6 - FINANCIAL MANAGEMENT: PART 2
o Accounting and reporting systems – purpose, development
process/challenges, limitations
0:30
o Future-Oriented Strategic Financial Planning/Engineering –
Process, benefits, example, development challenges
1:15
Break 0:15
o Strategic Progress Monitoring systems – design, resources,
implementation, protection from corruption 0:30
o Strategic progress/performance information feedback 0:30
o Workshop activity – situations, goals, leadership, resources,
planning, progress monitoring, progress feedback 1:00 4:00

6. SESSION SCHEDULES
SESSION 5 - FINANCIAL MANAGEMENT: PART 1
o Class participation – introductions, goals, projects, interests,
concerns.
0:20 -
0:30
o Overview of seminar structure 0:15
o Introduction to comprehensive Strategic Financial Planning and
Management (SFPM) – history, need, present day 0:45
o The SFPM process within an organization – leadership, cultural
and resource requirements, process steps 1:00
Break 0:15
o Benefits of SFPM systems – for entrepreneurs, organization,
management, lenders, investors, government, society
0:45
o Class sharing – SFPM experiences, successes, failures, lessons 0:30 4:00
SESSION 6 - FINANCIAL MANAGEMENT: PART 2
o Accounting and reporting systems – purpose, development
process/challenges, limitations
0:30
o Future-Oriented Strategic Financial Planning/Engineering –
Process, benefits, example, development challenges
1:15
Break 0:15
o Strategic Progress Monitoring systems – design, resources,
implementation, protection from corruption 0:30
o Strategic progress/performance information feedback 0:30
o Workshop activity – situations, goals, leadership, resources,
planning, progress monitoring, progress feedback 1:00 4:00